Public Sector Productivity

Baroness Blake of Leeds Excerpts

Wednesday 9th October 2024 Lords Chamber

[Baroness Blake of Leeds (Lab)]

I thank the noble Baroness, Lady Neville-Rolfe, for securing this important debate and for her opening remarks. I thank all noble Lords for their contributions. I could clearly spend at least 12 of my minutes on each contribution, so I apologise in advance for the fact that I will not be able to get to everyone. However, there will be many opportunities going forward to discuss this important area.

It is clear that we all agree there are substantial opportunities to improve public health sector productivity and efficiency and that we want the Government to do as much as possible to harness it. This is a complex and cross-cutting challenge involving major culture changes, as the noble Baroness, Lady Neville-Rolfe, indicated at the start, and has the potential to significantly reform the way in which we deliver our public services and improve value for the taxpayer.

In response to the noble Lord, Lord Patten, I think the jury is out concerning working from home. It is clear that there is no one-size-fits-all approach; there is an expectation of a minimum of 60% of office workers working in the workplace, but there are so many aspects to consider.

The Government have been quite clear and open about the grave challenges facing our public finances. Our public services are facing immense pressures, with prisons overflowing, the NHS in a critical state and local government under huge financial pressure. We have also said that we will need to make some tough choices to overcome these challenges.

Alongside those grave pressures, the Government are also aware of the inherited challenge of improving public sector productivity. As we have heard, public service productivity, as at quarter 1 2024, remains 6.4% below pre-pandemic levels. I have to be honest: there was not a plan from the previous Government, and we need to put one in place. We know that the ONS will have a vital role to play in tracking public service productivity. The IFS says that the direct impact of the pandemic cannot explain the continued failure of productivity in these areas.

The Government have already taken decisive action to protect our public services and tackle waste. As an immediate first step in her first month, the Chancellor announced a decisive set of measures to eliminate waste in the public sector and move the agenda forward. The Government accepted the recommendations of the independent pay review bodies to resolve long-standing industrial action across a number of sectors, which obviously brought their own significant economic cost. I do not think that we need to make any apology for taking that swift action, stopping chaos for the public and ensuring that public services get back to operating as efficiently as possible.

Thirdly, the Government commissioned reviews of key public services, including the NHS, to ensure that we fully understand the scale of the challenges that the Government have inherited. However, it will take a long time to truly recover our public services, and it requires a relentless focus on eliminating waste, delivering reform and improving public sector productivity.

A more productive public sector means that we can deliver higher-quality public services, achieving greater value for money, and move towards improving our economy—a win-win for everyone. This is why, in launching the spending review, the Chancellor set out her approach to reforming public services. The first idea is around the mission-led approach to government, changing the way in which government works and allowing different departments to come together and work together to tackle issues of common concern. Most importantly, it is about putting citizens at the heart of the Government’s work and delivering long-term ambitious outcomes that make a meaningful difference to people’s lives. We so often forget that sense of purpose in what we are here to do.

I understand the comments that the noble Lord, Lord Teverson, made about investment. We will allow for separate treatment of investment spending, with investment being recognised as vital to our growth strategy. I thank the noble Lord, Lord Addington, for his very moving speech, as always. This debate, as I said, is about better outcomes for people and making sure that their considerations are brought in at every opportunity.

The next area covered by the Chancellor is around prevention. Preventive public services are obviously better for the public. Early intervention in the life cycle of any problem can be life-changing or indeed even life-saving. That is why the Government will focus on prevention and early intervention to support better outcomes across our public services, reducing the long-term spending pressures facing services such as the NHS, as the noble Lord, Lord Patel, so eloquently outlined, referencing the recent report from the noble Lord, Lord Darzi. It is about intervening early and detecting health problems, resolving them more easily and stopping them from deteriorating and causing more suffering as well as being more expensive to treat. We have a terrible situation while we are not investing in our communities and young people, which is leading to an increased risk of criminality later in life, at incredible cost to the public purse.

We have to acknowledge the comments from the noble Lord, Lord Patel, around capital spend and quality of services, which is absolutely fundamental. How could I not reference the noble Lord, Lord Elliott, a fellow Leeds loiner? I am very pleased to welcome him into the Chamber. I do not have time to address all the questions that he asked, but I steer him towards our “make work pay” commitments and how we will bring partnership work in to deliver on the issues that he so eloquently raised.

The third way in which the Government intend to reform public services is by harnessing the power of digital data and technology across the public sector. Our vision is for a modern, digital and tech-enabled Government who give citizens a more satisfying experience and help to turbocharge economic growth. To do this we have already started conducting rapid pieces of work to identify the greatest opportunity areas in the public sector for digital and AI. This work will help to inform the decisions that we are making at the spending review.

The noble Baroness, Lady Wheatcroft, raised some incredibly important issues around skills, the change in the modern workplace and what we need to bring in to address that, working right through the education system—starting now with children through early years, primary and secondary, and into their college choices. She raised a fundamental point about the damage that—I am afraid—the party opposite did in government with the narrowing of the education curriculum. I can only reference the really important work that has been done by bringing music into schools and the direct relationship with maths skills, for example. Partly because of my background, of course, I stress that we already have many examples of service reform from across local government.

I know first-hand from my time leading Leeds City Council the powerful impact that targeted prevention can have. I am talking about pre-Covid days here. For example, in Leeds, we took the proactive decision to focus on early intervention and support. By doing this, in the area of children’s services, the council not only safely reduced the number of children going into care but made significant financial savings. This is proof of the benefits a prevention-first approach can have for individuals, communities, the taxpayer and, particularly in this case, children and families and the futures they bring together. There are so many other examples of this. We need to look and learn.

In conclusion, a more productive public sector means that we can deliver high-quality public services, achieve greater value for money, and move towards improving people’s lives—a win-win for everyone. It is through targeted action across all of these areas that we will make a lasting improvement to public sector productivity. Of course, the growth mission will be at the heart of everything that we do in this area.

I refer noble Members to the fact that we have an upcoming Budget at the end of this month. We need to look at this carefully. Most importantly, we have the promise of a multi-year spending review early next year. For too long, I am afraid, under the previous Government, all the public sector organisations had to rely on annual projections budgets. It is not a sustainable way to deliver good-quality public services. Value for money is important. Improving quality of life has to be absolutely paramount and needs to be central to the drive for change and improvement that we are striving to achieve.

There will be opportunity for more debate, but the Government are already putting things in place: establishing a new office of value for money; bringing in planning reforms; developing Skills England and, importantly, our industrial strategy; and, as I have said, the importance of the mission approach, particularly in this case the growth mission.

House adjourned at 9.19 pm.